Artboards are the root of all problems.

most of my friends talk evolved like this:.-2 years: how is your new job?.-1 year: how is your new kid?.Today: how’s your burnout? Did you decide to become a carpenter or move back to your parents?.

Join millions who have switched to Grok.

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Be explicit about what your time means to you. More importantly, defend your time or your calendar will be used against you. If you don’t declare that your calendar works for you, it will rule you.

Spend time actually working together. Something magical happens when you walk out of the meeting with something that you build and did not walk into it. Taking a constructive approach forces you to collaborate and has a magical power of dispelling bullshit.

Book fewer, longer sessions. In shorter meetings, the stress of time and natural urge to have a “conclusion” lead to a kind of premature optimisation. Longer sessions allow one to be surrounded and to take different positions on a issue.

Batch topics together. Meetings tend to have different rythms but often they share the same notes: issues that surface on 1:1s tend to have underlying themes to them and you have to maximise your ability to pick up these signals.

Use your calendar to limit work-in-progress. if you can't keep track of your most important projects in one week — hell, one afternoon — how important are they? Keeping track of weekly progress for big projects allows me to connect the daily operation work with overarching goals.

To some degree, it was expected, but had huge negative impact on my work: it made me a machine that reacted to things. Without really noticing, I began slipping behind and doing things because “i felt like I had to” instead of what was really important to get done.

In the last four months, we technically doubled the team size and with it, the number of meetings. Syncs, check-ins, 1:1s, quick calls, retrospectives and general messy meetings kept growing exponentially.

Delete your calendar: starting from a blank slate allowed me and our team to synchronise back again.

im really not sure if it makes sense — but here is the thing in a more friendly format

Consider your own strengths. To scale yourself, you need build from your strengths and define the right type of help you need.

Creating an enabling environment. much like @andy_matuschak mentions: by Improving decision-making, focus, and clearing feedback loops you can get more value out of the whole organization.

Doing things better. While the value of your work scales linearly with more stuff being done, there is more than pure output. Bringing expertise in aspects that you don't, drastically increase the value of your contribution - it compounds the quantity of work.

Getting more done . Assuming that one can do what you do and can operate at capacity, getting more bandwidth allows you to tackle bigger projects, complete more tasks and get more leverage.

Understand how your contribution scales: If you imagine that the value of your contribution is a function of the amount of work you do, with a certain quality over time — there are three main ways to consider scaling yourself:.

While there are efficiency gains to be made with expertise, skill and routines — practice setting yourself for success is a skill after all — a most common route is bringing people to support your work. What is it that I want to get from bringing others into my own work?.

Scaling yourself most exciting and difficult part of a growing company and career: you have to think hard about how your strengths, your work and help means.

The cost of taking something out of your head is spending energy into all of these other things.